INDUSTRIES
CUSTOMIZED SOLUTIONS
Aerospace & Defense
Defense firms have to keep progressing in the reliability of their industrial operations despite a logistics chain that has been weakened by the Covid-19 pandemic. The support of the decision-makers has remained strong and has even increased, reinforcing the time and cost requirements.
Growing strongly for several years, the aerospace industry is today deeply affected by the health crisis. It is facing a restructuring period while at the same time preparing for a slow recovery in volumes over a medium-term horizon that is difficult to interpret. Increasing maturity across the entire value chain remains a key challenge for the years to come in order to prepare a return to a robust financial and operational situation.
Utilities
The utilities sector (Transport, Environment & Energy ,…) is facing major changes, mainly the end of monopoly, the profound evolution of consumer behaviour and climate change. These companies, generally organised in networks of small agencies, are more than ever confronted with efficiency issues.
To succeed in their transformations, companies in this sector must integrate new service offers, improve service quality and control their costs and industrial maturity.
Luxury
Our vision of the luxury sector
Considering the underlying trends of the field such as geographic redistribution of the market, the fast-growing digital distribution sector or the change in customers’ expectations and behaviors, luxury houses need to take up 3 challenges :
• Support innovation to achieve the renewing and differentiating of the offering
• Enhance the customer relation and experience
• Respect the profitability and sales increase targets
Process industries
Our vision of the process industries sector
Maexinvent divides the process industries in 2 types : the one that produce and transform raw material (ex: mettalurgy, chemistry, oil & gaz…) and the one that creates tailored complex industrial products requiring a long process of engineering, procurement and manufacturing (ex : hydroelectric power plant construction). There is repeatability of the process, not of the product.
On the one hand, actors in the first category are facing the double challenge of optimizing their investments (highly capital-intensive) while controlling their operational performance. On the other hand, actors in the second category must master industrial planning and reduce their level of non-conformity as main challenges. The issues at stake are therefore their capacity to apply lean principles to the design, procurement and manufacturing activities and to achieve realistic long-term planification.
FMCG and Distribution
Our vision of the FMCG and Distribution sector
Retailers and FMCG companies are facing 3 major challenges: intensified competition, slower market growth and significant changes in customer behaviour.
To overcome these difficulties and gain market share, those actors must continually develop their commercial model (Offer, Pricing, Services, Network Organization, …) and operational model (Purchasing, Supply Chain, Logistics, …). Thus, only companies that take advantage of new opportunities such as operations’ digitalization, will make profitable growth.
Aerospace & Defense
Defense firms have to keep progressing in the reliability of their industrial operations despite a logistics chain that has been weakened by the Covid-19 pandemic. The support of the decision-makers has remained strong and has even increased, reinforcing the time and cost requirements.
Growing strongly for several years, the aerospace industry is today deeply affected by the health crisis. It is facing a restructuring period while at the same time preparing for a slow recovery in volumes over a medium-term horizon that is difficult to interpret. Increasing maturity across the entire value chain remains a key challenge for the years to come in order to prepare a return to a robust financial and operational situation.
Utilities
The utilities sector (Transport, Environment & Energy ,…) is facing major changes, mainly the end of monopoly, the profound evolution of consumer behaviour and climate change. These companies, generally organised in networks of small agencies, are more than ever confronted with efficiency issues.
To succeed in their transformations, companies in this sector must integrate new service offers, improve service quality and control their costs and industrial maturity.
LuxURY
Our vision of the luxury sector
Considering the underlying trends of the field such as geographic redistribution of the market, the fast-growing digital distribution sector or the change in customers’ expectations and behaviors, luxury houses need to take up 3 challenges :
• Support innovation to achieve the renewing and differentiating of the offering
• Enhance the customer relation and experience
• Respect the profitability and sales increase targets
PROCESS INDUSTRIES
Our vision of the process industries sector
Maexinvent divides the process industries in 2 types : the one that produce and transform raw material (ex: mettalurgy, chemistry, oil & gaz…) and the one that creates tailored complex industrial products requiring a long process of engineering, procurement and manufacturing (ex : hydroelectric power plant construction). There is repeatability of the process, not of the product.
On the one hand, actors in the first category are facing the double challenge of optimizing their investments (highly capital-intensive) while controlling their operational performance. On the other hand, actors in the second category must master industrial planning and reduce their level of non-conformity as main challenges. The issues at stake are therefore their capacity to apply lean principles to the design, procurement and manufacturing activities and to achieve realistic long-term planification.
FMCG and Distribution
Our vision of the FMCG and Distribution sector
Retailers and FMCG companies are facing 3 major challenges: intensified competition, slower market growth and significant changes in customer behaviour.
To overcome these difficulties and gain market share, those actors must continually develop their commercial model (Offer, Pricing, Services, Network Organization, …) and operational model (Purchasing, Supply Chain, Logistics, …). Thus, only companies that take advantage of new opportunities such as operations’ digitalization, will make profitable growth.